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| Criterion |  Business Strategy Strategy Map |  Operations PDCA Cycle |  Operations Kepner-Tregoe |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 2-4 h workshop plus review | 1 h bis mehrere Wochen | 2-8 h | 0.5-5 Tage |
Participantsdifferent | 4-10 | 1-8 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Problem Analysis, Decision Analysis, Risk Plan | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | AlignmentExecutionGoalsCausality | Continuous improvementLeanExperiments | Problem solvingRoot causeDecisionOperations | LeanContinuous improvementOperations |